The above issues combine to generate a flow of high cost construction contracts for construction companies; large scale profiteering and offshoring of assets that was never disclosed to be an integral part of the PFI/PPP model; left the public sector with much higher debt/financial contractual obligations compared to public investment and many facilities that could be obsolete by the time they are paid for.
PPP Strategic Partnerships emerged in the late 1990s for corporate services. They are large, long-term, multi-service contracts that have extended to planning, education, police, fire and rescue and property management. There are currently 65 contracts worth £14bn and employing nearly 29,000 staff. These contracts had a 22% failure rate (contract terminations or the return of key services in-house) in 2013, but it increased to 27% in 2016 (Whitfield, 2014 and Presser, 2016).